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BTOES Insights Official
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April 29, 2022

Enterprise Architecture Live - SPEAKER SPOTLIGHT: Agile Business Transformation: Governing agile change with ‘just enough’ architecture.

Courtesy of ValueBlue's Diederik Postma below is a transcript of his speaking session on 'Agile Business Transformation: Governing agile change with ‘just enough’ architecture' to Build a Thriving Enterprise that took place at Enterprise Architecture Live.

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Session Information:

Agile Business Transformation: Governing agile change with ‘just enough’ architecture

It’s time to act now. Conquering transformation and becoming a fully digital enterprise in the 21st century means agility is no longer a choice. Too little too late, enterprises face the risk of becoming obsolete. 

Join ValueBlue for a deep dive into combining progressive Enterprise Architecture and change in a world of digital transformation, and globalization. In this session, we’ll be discussing a best practice framework for Agile Business Transformation: governing change with ‘just enough’ architecture.  

Agile Business Transformation is the governance of an adaptive architecture that aligns with your strategic business objectives. This enables organizations to decompose value chains and create truly excellent customer value.

For Enterprise Architects with a focus on modern and digital business models, we’ll be sharing our complete out-of-the-box solution to kickstart change.

Key takeaways:

  • What is Agile Business Transformation, and how does it help you cope with the challenges of change? 
  • What are some of the key value drivers for success with Agile Business Transformation?
  • Migrate your old world into the new era – step-by-step
  • Achieving customer demand, business strategy, and business operations that are perfectly in tune with each other

Session Transcript:

All small Theatric, if you can join us here on the screen, that would be fantastic.

I'm, I'm on my way. Thank you very much. Oh, as Diedrich who's joining us. So the teacher can introduce Deidre is an experienced solution, consults Molitor, what does that mean? It means he knows how to go into businesses and figure out how to make things work better.

He's got more than 15 years of experience across multiple industries, including banking, government, telecommunications companies. At Value Bank, Diedrich helps Blue dolphin customers with their digital transformation journeys by translating their strategic goals into Enterprise Architecture, Which is exactly what we're talking about. How do you take the best businesses, big goals, and translate them into architecture?

And by doing so, help them gain a clear view of where the organization stand.

With transformation projects, and how these projects contribute to their business goals. More importantly, what Dietrick is going to take us through, right now, there's an understanding of, what does it mean.

Given your current situation, how do you transfer into a situation that allows you? It's almost like, how do you replant the field? How do you transfer it to a situation where you can grow and be nimble with the business? So, with no further ado, thank you very much for joining us.

Diederik PostmaI'm going to turn off my camera and turn it over to you.

All right, Thanks for the introduction, Chris.

So, welcome, everybody. I'm kicking these three days off. So, very excited.

So, today, I'll be talking about rethinking your architecture ecosystem to Alexa Accelerate your business transformation.

And, who am I? Well, Chris obviously already mentioned it, my name is Derek.

I'm a director of Solution Consulting, it's valuable, and what you can expect in this session, as well, obviously, I will do a short introduction on Value Blue Blue Dolphin, our enterprise architecture platform, and how that all relates to business transformation in general.

And then, I will end with a use case demo, that surely and clearly will show you what blue dolphin can do for you.

And at the end of the session, I think there will be plenty of time for Q and A's.

But let's first start with a short introduction of our blue, for those who don't know valuable. We first saw the light at 2011 when our founder will go set up valuable.

Funny enough, not, I'd say a software firm, but as a consultancy firm in Washington, DC.

First is that we kind of supported our customers in their transformational journey when it came to enterprise architecture. And we came across a lot of challenges by then, in those days.

For example, in order to get like a full picture on an organization, it took us quite some time to create that single pane of glass kind of.

And that had to do with the fact that a lot of organizations were, but still are quite siloed. So the information was like kind of scattered.

So in order to get that single pane of glass and to get that, that few on the organizational landscape, we had to look in a lot of sources, not only systems point solutions, but there was also the human side of things. There was also a lot of information in people's heads.

That was basically the main reason that in 20 14, we launched our architecture platform ludolph him.

And a full-blown enterprise architecture management platform with the new caper unique capabilities of collaborating with all the different stakeholders within an organization.

Because, obviously, whenever you are in a transformational journey, it touches all the corners of your organization, right?

It's not just management, it's, it's all layers that are being touched in transformational journeys.

So, within blue dolphin, we enable our customers to do kind of collaborate.

By now, we have offices in ..., that's our main head office but also in Hong Kong and New York. And we were really proud to entity Gartner Magic Quadrant in 2019.

And we've been there for the last few years.

So we steadily moving up to water towards the leader's quadrant.

And we now serve over 200 customers worldwide.

If you look at the biggest driver for organizations to change, what are the biggest transformational Dreyfus? Those can be divided. Basically, an external drives and internal drivers.

But let's first look at the external drivers.

This globalization, there's new market entrance. But there's also the ever changing Customer expectations, right? Because if you look at, like, for example, 10 years ago, it might seem a long time, but the ICD 10 years is nothing.

10 years ago, whenever you needed something financially from your bank, you would walk into a branch, and you would like whatever financial business, you, if you would like, solve it at the bank branch. Nowadays, we kind of expect that same surface, but all online, so that's a big driver for organizations to change.

And then, of course, there's internal drivers.

An A in, in internal drive could be, for example, innovation, in order to create new products and services, simply to stay ahead of competition, for example.

But, no matter what the drivers are, basically, the whole transformational journey is generally done in the same way all over the world, because, obviously, it all starts with planning.

So, you set your corporate objectives, Joe, your work top-down, You collect your project proposals, and based on that, you do an assessment, and you create solution blueprints.

But you also determined fail, use, cost, risks, and then you start prioritizing your projects based on, for example, your corporate objectives.

Then any, in the last phase, obviously, you start executing.

So you start building, so it describes your current situation, you define your future, so where you want to be, and say, 1, 3, 5, 7 years, and then finally, obviously, you start executing on your change projects.

But what we found mainly in the first years of our existence, is that there are a lot of challenges, and those challenges have to do with the fact that there's a lack of accurate insight.

Btog CTASo there's no insight if budget is spent in the best possible way, and how it all contributes towards, for example, your business objectives, to assess and monitor the progress of change. So, the moment you start assessing, and you create your blueprints Blueprints, there's hardly any insight in how, to give guidance to, for example, agile project teams.

Without slowing them, Slowing them down. So, again, there's a lot of challenges currently, as still today, a lot of challenges that we face in, in, in, in changes.

So, if you look at agile business transformation, or business transformation, our view is that it all starts with your business goals, right? So, that should that should be, or, in most of the cases, that's a big driver in, for change, So, you define your business goals and your strategy.

And then, you look at the current capability set of things you currently do in order to serve your customers or sell your products, and whether the current capabilities are supporting the business goals for now and in the future.

So, you need to map out your capabilities and how they link to your business goals.

But, obviously, capabilities are kind of empty vessels right, because capabilities by themselves are supported by processes, applications, and data.

So, in order to get like a full inside on the current state, you need to describe your processes and your application data as well, and, and met them towards capabilities, and how well they are supporting your current capabilities.

So once your current state is completely insights, you can think of your transformational roadmap, again, where you want to be as an organization. And, for example, what I mentioned, like a bank branch, kind of, when, whenever you need something financial, you don't go to the bank branch, and you kind of expect it to be all present online.

So, you look at the current capabilities, and how well they are supporting those goals of moving towards online, So, you define your future capabilities, and then again, of course, those future capabilities need process, applications, and data.

So, you create your blueprints and baseline some based on that.

You start identifying and prioritize projects, spatial business impact, or based on how well they support the business goals.

And then, finally, you start executing, and you start updating your processes, applications, and data.

And then, basically, your future state becomes current state, and the whole process starts all over again, and you keep monitoring the whole transformation progress.

So, that's basically, basically, it and how blue dolphin supports this is with a central repository.

And, within this central repository, you can store your business goals, your projects, your processes, data, and applications. And, in order to make life easy, because, nine out of ten times, there's already, like, a lot of information available within organizations regarding, for example, your application landscape, et cetera.

It might be clustered, or it might be scattered across your organization, but it's, it's, it's there.

So we have a lot of out of the box integrations with, for example, a ServiceNow, the CMDB ServiceNow, or with the topdesk, or afflict Sarah, to get all the information that's available in.

All is not the right word, because we do it based on just enough architecture, because it's not a goal by itself to get like loads of data in. We just pick out that data that we later on, will need.

So, we kind of recycle available information.

That's one thing. And, as I mentioned, in the beginning, there's also a lot of information outside of systems, because it might be in people's heads. It might be an Excel sheets. It might be in PowerPoints or physios, so, in order to get that information in as well, again, the main goal here is to create that single pane of glass, that single source of truth.

We need that information as well and that's a collaboration part of blue dolphin.

Once the central repository is filled, so the current state is in your projects, processes, data, applications, it's all there, your business goals. We got three visualizations models, basically. It's for the free means, it's the architecture models, and they are really based on arguments.

The ship process models, those are based on VPN and your data models, and data models are based on ELD.

The last visual layer is called reshapes because if you think of the free visualizations, that's, those are perfectly readable. If you think of an ivory tower principle.

If you're an enterprise architect, you're more than familiar with architecture models.

If you're more looking at it from a process model, BPM, and it's perfectly reasonable for a process manager, but you want to connect the rest of the organization in your transformational journey as well.

Because I mentioned transformation, a journey, touches all departments of an organization. So, Reshapes allows you to translate all the objects within the central repository in a kind of PowerPoint way. So, you can present it in a nice and readable way to the less technical savvy people.

You can connect, for example, your your board, you can connect management, et cetera.

And, lastly, of course, within the blue dolphin solution, there's monitoring via reporting and dashboarding. And we got connectors with Tableau Click, and the Power BI.

Imagine what it can do for, for example, a business analyst to get on an organizational overview and organizational landscape overview, top-down, or, for example, create reports for sea level management, where you can show them how well projects are contributing towards the set business goals. For example.

The whole blue dolphin suite consists of several business solutions, so that Business Process Management, This Application, Portfolio Management, Data Management and Project, and Portfolio Architecture.

And the main goal is, again, to connect, like all the parts of the organization that are needed within a transformational journey, to make your processes lean and efficient, to not only manage your application landscape, but to keep it up to date as well, and do impact analysis from infra up to processes.

Again, with an end goal, to make everything lean and efficient.

So if you, uh, look at all of this, maybe it's a good thing to show you something like more hands-on. So what I'll show you is a use case, based on our strategic ecosystem that accelerate your business transformation.

And to give a little bit of context, we will be looking at this fictitious retail company that's called Liberty Retail. And Liberty Retail Management has set themselves five main business goals and one of the main business goals is that they want to move from physical stores to online presence.

Copy of Email Graphic Virtual Conferences (3)So, currently, they don't have any online presence. So, let's take a look on how this organization Liberty Retail is, using ludolph into transform the business and to connect all the parts of the organization while doing so.

So, here we are in blue dolphin and Glued Orphan is a fool SaaS platform which runs in every major browser.

And as I mentioned, in my, in my introduction, whenever you go into a transformational journey or in a transformation, it all starts with strategy, right?

So let's first look at strategy, and for this case, Liberty Retail, as defined, everything that, that kind of defines them as a business in this trade at each step where you can see, for example, business goals.

Well, I already mentioned there are five, right? So this is typically something that comes from management.

And then from an enterprise architect, you will translate it in like kind of officials like this in order to, to set the landscape.

But there's also your mission and vision and values, your value proposition, customer journeys, the organization itself, and how it's it's organized your goals, policies, principles, products and services, and the business model compost and that's something I want to zoom in next.

And a business model composite like this.

And just to give you some sight information, graphics like this, this is done in free shapes.

I mentioned, like, we, we support reshapes in which you can build in a kind of PowerPoint, kind of way, built visuals like this, in order to get it across the entire organization.

These are templates that can be used, but you can also build your own templates really easily.

And what you see here, business model composite consists of a, kind of an operating model, kind of your ego system.

So all the things that need to be in place in order to deliver your services, or your products to customers.

So you've got your suppliers, so you've got the locations you, you own, and and on, from which you. For example, sell your products.

There's the organization itself, and there's the information layer, and then the issue of value proposition, so, your main goal as a business, to watch your customers.

So, what you want to accomplish, and how you do it. For example, and this is more, your business model, and your value chain. I will touch on that later, but, this is more of a front end side of channels. You use the Customer Segments, you try to surface, and, this is all being backed up by a cost structure, a financial model, with revenue streams, and cost.

And then, in the middle, you get your value chain, and the value chain, basically, is a combination of capabilities that needs to be in place in order to sell products and services.

So, let's zoom in on the value chain, and look at current state capability model, because I mentioned in the beginning, it all starts with your business goals, then you've translated into capabilities.

And then, once you've got your capabilities mapped out, like, for example, this, you can start plotting them on, for example, your applications or your processes.

So, let's look at processes first. So, with these kind of color fuse and we call them condition or layout.

It's really easy to map your current processes on your capabilities.

So, which processes are currently supporting the capabilities?

So already, you've got a lot of information available with these kind of visuals.

You can also say, like, OK, I want to know how my capabilities are currently supported by applications, so here, you've got your applications, and it's mapped over, your capability landscape.

And you can already see that, for example, in the top left corner, on strategy management, for example, for the capability innovations. There's eight applications needed in order to make this capability happen.

Where, for example, other capabilities only need one application? Or maybe two?

So this already gives some insight on, OK, I see these capabilities in this, you need a lot of applications in order to make a capability happen.

So maybe later on, that's something you can define as a change product project, because you might want to see like, if they're overlapping applications, do I really need eight applications for a innovation capability? OK, and I consolidate?

Wow.

That's for later on.

The thing you need to know is that whenever you map, your capabilities capability can consist of a lot of other objects in the repository. Because this allows me, the moment I connect, for example, the projects that this capability is involved with, or what business processes this capability is being supported by, I can then, later on.

create diffuse, I just show you that you can lay over your capability model.

So, with this information, there's a lot of analysis possible in later phases.

On the other end, there's also behind a capability, this diagrams Because, for example, SA application owner, I'm not necessarily interested in capabilities, or I'm not sure what I'm looking at when I'm when we're talking about capabilities, but the diagram shows me a lot of information immediately.

So, I can see the capability sales, for example, And how these, this capability sales are being supported by applications, sharp, casitas, free applications for applications supporting this capability, but there's also a process.

This business goals move towards online shopping, and it can see their relationships with other capabilities as well.

And a nice thing, the moment, I think, like, as an owner of this visual, where I can see all relationships towards this capability, whenever I think essay, as an owner of this visualization, I need to change things around.

Or I want, for example, I got the application layer, but maybe I also want the infra layer.

I can invite people from IT to work with me on this visual. I can copy the view.

Again, if I do people in real-time simultaneously, we can work on the graphics that then automatically will be updated and stored in the central repository. So whenever I pull up this diagram, the changes made in this diagram, or ... be available.

So for the collaboration part, this is really powerful because you can immediately go to either BPM and processes, because it's all integrated with your arguments, and you can collaborate on creating these pictures.

But as I mentioned earlier, and that's, that's the interesting part, because, yeah, OK, Remapped out our capability model, and we can do some cool stuff with conditional layouts with color fuse.

But if I really want to go into defining my projects, and in this case for Liberty Retail, they want to move online, right?

So, the things I need to know is, OK, and how far they are, current capabilities, how well are they supporting the business goals, and which capabilities are impacted? Because then, once you know which capabilities are impacted based on the business goals, and, again, here are the business goals set, the ones I started out with, I can see they are mapped out throughout my capabilities.

Screenshot (4)I already know pere capability, what applications are supporting, et cetera, et cetera. So based on that information, I can already do a lot of stuff.

Moved to watch Online shopping was the biggest goal for Liberty Retail. So I can see that it touches on these capabilities.

So, at a moment, I want to define my projects and I want to set them away in time. This is quite handy information.

So, once you define your projects, and again, it's online web shop is domain one. So, it's setting time, first one. This is a great overview. You can work from as an Enterprise Architect, but also Inform management with visuals like this. And again, this is a template as well.

So, you can easily drag and drop all your objects from the central repository into this, this template.

So it's a really nice way to see, like, OK, what plateaus thus? Do the different projects run.

But there's also, for example, the innovation radar, the kind of, it kind of zooms out towards all the projects you might have within your organization, Again, to keep management the forum, but also to do, like, your project meetings, to see where we are, et cetera, et cetera. So a great way to present, not only management, with the, with the information they might need, and, for example, how well projects are contributing towards the business goals, but also, to have your project management meetings.

Behind A project, obviously, there are work packages, and, again, we're still talking about the online web shop.

So we're looking at the application designed for online virtual, because we know, from the current state, what applications are currently in place, and based on the future state, what possible applications we might need, in order to make the online web shop possible.

So, the current state of the current state, and the project and state, so the future state, you can already see there's three applications added.

So this optimal route added, that's planning and routing for packages, for door to door the delivery, they're Shopify.

That is the whole functionality of online shopping.

And, in this case, intercom will be added in order to do the chat messages, and, again, these rituals, all available in templates and, again, on these kinds of visuals. I can collaborate with all the different stakeholders, from IT, from application management in order to create this kind officials.

And, of course, you can you can do with layers, if needed, so you can define everything that's behind it as well, so your infra layers.

Basically, everything. So, you can you can visualize it in an in a layered way.

Again, if you look at the projects, even here, I mentioned like the color future, so you can, you can kind of filter out information. Those are available throughout the whole ludolph and sweet. So, it doesn't matter if you're in application portfolio management or process management, or, in this case in, for a project portfolio architecture.

The conditional layouts are available here as well.

So, if I want to know based on the projects that are divined, how well do they contribute towards the business goals, there's the layers available as well.

So, again, really easy way to show, for example, management, what we're doing, and how well the different projects are contributing.

Lastly, of course, there's reports, and in this case, I've used Power BI via our O data feed, where I can create reports like this, where I can see the projects, and where they are run in time.

But, also, my estimated budget versus realized budget, how the project portfolio is built.

So, he said more on the growth side of things. Or is it on the transformational side of the organization and the set goals.

And what are the deliverables per project.

Project management, et cetera, et cetera. So, a nice overview, for example, again, for a project boards or management boards.

But this also, and this is a real nice overview as well, the strategic importance.

And I immediately can, you can see, that move towards online kind of covers all the set business goals, where, for example, the, the, the online revenue only touches on a couple.

So, again, really great way of showing information and to get insights on where you are regarding your projects.

These way, as I said, via the old data feed, allows organizations to create reports like this as you, and you can go ahead and do it, as you as you, please.

So, it's limited time, right? I can, I can talk for hours, but for now, for this use case, where we started off with with kind of the business goals.

So, the collaboration part of go off at all. So, as management, you set your goals, and as an architect, you translate it into projects and translate it to do business. basically.

Via seamless integration, your architecture models, processes, and data, but also the free shapes for storytelling throughout the organization.

And all done via the out of box value driven use cases. For example, application, portfolio management and your business process management, and project portfolio architecture. So, I hope that I've shown a journey, which is possible, a transformational journey from, from your goals to the final execution.

And that leads me to kind of question. So, I think we should open up for questions now.

Think you're on mute, gris.

Yeah, I can, I can't hear you.

Approved.

Yeah, you know, and now you're back. You're back. All right, I've got to talk to you about my microphone, so Deep Diedrich you, you delivered, as promised.

I don't, I can't speak for all of the people who are attending now, and who are going to be attending.

But to me, I watched that, and I said, wow. Compare this to what I know happens without this kind of clarity with this kind of prioritization, and that's actually the first question I want to ask you.

There are a couple others I want to go through, but the first one I want to ask you is if you were had, I'm the CEO of the company, You're gonna go talk to, right?

Or, I'm the boss of someone on this call, or someone watching this, and you say to that CEO, This is why this is important, And this is what it's going to, how it's going to change your world.

Diederik PostmaSo, how are the people on this call, if they're not the CEO themselves, or the CIO themselves, arm them to go in that elevator?

You know, the classic elevator thing, why is this important, and what is it going to do for you?

So, why is it important? It all starts, again, you, as a company, you've set your business goals.

But a transformational journey is not only a management, having their their business goals, or India and the organization, the operation that is executing on it.

It's a lot of different stakeholders that you need to involve in order to be successful in the transformational projects, you, you, you turn up with, right?

So, my main thing would be like collaborations throughout the entire organization within a platform that allows you to collaborate and to gift it like a single pane of glass on where you are and where you want to be as an organization, OK.

So, let me take that further.

What are the kind of leaders who get this most quickly versus the kind Who don't?

So, I would basically, I would say, like leaders that are like, especially the ones that are not lagging behind that are, like, looking ahead, Like, what's, what's what's out there.

Right? And really want to change, right?

I think, like, OK, no matter what your drive for risks, we need to change either, because our customers expect us to change, because we need to deliver new services, et cetera, et cetera.

But the organization that look ahead in time.

I think this is a solution that that really helps organizations to, to change not only as an organization, but also to change the organization, and the way to service customers.

No.

I was wondering, Diedrich, when you showed the business model Canvas, Alex Osterwalder, who was the person who created the business model canvas is probably quivering in happiness to see You can see in the way that you are That seems like it would really resonate well With business leaders because you're putting the whole business on the page and You're showing them, and someone has asked. Are you going to make the slides available? I think you're going to make the slides available. These presentations will be available. So if anybody who wants some, you don't have to worry about copy paste.

But, that business model Canvas, I thought, really, to me, if I were your CEO or I would say you already are selling to, you could walk me through how that comes together in the business model canvas, I would be very excited.

Next question for you is, and this, this comes up in any, any kind of tool or technique, and I'll use business Model Canvas words and startup words.

What length of time would you say is required to get the minimum viable implementation of blue dolphin up? Notice, I said, minimum viable, not every feature, not a report, to the point that people are going, We're moving the wheels are turning. What would you say that, That? And I know that a lot of variables, but how would you deal with that? Just a really interesting question. Because I think that's one of the great benefits of using blue dolphin. The initial setup and yeah, you're right, Chris, that that there are a lot of variables.

But the minimal set up, taking into account the the business goals where you want to move towards an organization to set up, like the basic schemes and templates, uh, terrain the people that are going to be, the main contributors within in the system takes about seven days.

That's not what I was expecting you to say.

Now that I expected the number seven days was not what I was coming after seven months probably abundance, which make it As a matter of fact, there's another question. Comrade as ask a Question. He said, do you do you have? Do you have to know Power BI or other data visualization applications in order to create the reports?

It's very specific, but it's about no.

Yeah. It's a good question. For example, Power BI.

In order to create reports in Power BI, of course, you need to have the basics on Power BI getting the data in. That's, like really easy using the data feed of Value Blue. It's really easy to configure it in Power BI, but you, you, before we start working on templates or reports first, you need to know the goal. So, why are you creating this report with what intent and what's the audience?

Once that's set, you've got your data feeds, then then it's rather easy, but basic knowledge of Power BI is definitely needed.

That goes for every Analytics tool, I would say. That's fair. So, Diedrich, I have a sort of a general question, let's say. And of course, it's impossible for anyone asking your question not to refer back to their own business experience.

So I'm in any of the big businesses I worked with, either as clients or I worked in GE for years.

So I've tried to put myself in that role, and there's all these meetings and all this distraction and these priorities going all over the place and planning sessions and strategy, et cetera. And you're just asking me to learn another tool.

Copy of Email Graphic Virtual Conferences (3)I'm wondering Do you recommend that you kind of build a cork? I almost don't want to call it a center of excellence because that's overused but do you do recommend building a couple of really good, totally aware people on the tool so that they can be the touch point for people to come talk to.

Well, I would say like, at the the big pro of blue dolphin is it's, it's a real collaboration platform.

So, of course, you got your, your power users, but there's also contribute content contributors, whether it's a really hard word for a non english person. But there's also a lot of contributors, alright? So, yeah, there's a couple of power users, I would say, like the enterprise architects, the business process managers, et cetera, et cetera.

They can set up there, they're officials, but people can contribute towards those visuals.

Again, the main goal is that you create that single pane of glass, right?

So, you need contribution of all angles of the organization, So do you find, When you, when you talk about sort of levels of training, there's that power user in the center, right?

Now, you know, parks, that person is probably really into this.

They really don't care, it's in their blood, it's how they think.

And then you can kind of tear out the level of training to the individual contributors, right. Yeah.

Then, I assume you gotta do some training on. Sorry, you're gonna answer that question?

No, I was just saying, because, yeah, you're touching exactly on the point where I mentioned like, you know, we don't want to create that ivory tower principle where you can only contribute whenever you got the technical knowledge on, for example, ... or ....

So we made sure that there's no ivory tower.

I didn't want to use that expression because, you know, I know what you mean by that. And I have been involved in that.

And then you get the the savant in the corner who gets a bad personality? And it's the only person who understands the new tool. And the rest of the business says, Well, we can't work with this person. And we don't like the no tool.

Approach is to not build the ivory tower and to work.

What's the word that's socialized, but to, well, you say, like the citizen developer, in Robotic Process Automation, they call it the citizen developer, Personally.

Maintained by the center, but the citizen developer can bring things to the table.

That's super OK. Well, look that, that was fantastic. I am not an Enterprise Architect.

And if you can explain to me, then make me feel excited about why this is a key tool, then I, I would say, you probably got the people who were on the phone, and watching this, who know it in detail.

Pretty excited about it.

So, with all conferences, and this is, this is no different you bring really smart people together, right, but whether they're thought leaders of a particular high level concept abstraction a particular tools or or company, and certainly that's what you've brought, and I realized we put you in a 30 minute box, I cannot explain something in 30 minutes.

You're making the slides, of course, available to everyone, which is fantastic.

So, I think the next question I would say to people is when they're there, and it's always this, How far how deep can they go?

Obviously, you must have some great information that you can find on your website, sir, or documents that explain the information being in the Magic Quadrant that's, that's pretty great, so you get a neutral write-up of what's going on.

I think be very helpful OK, one Oh, sorry, let me ask another question.

Um, So you're you're you're talking to your team, and they say, They've seen this presentation with all these images all over the place.

Then you try to say to them, We're going to spend a little money to make this happen.

I don't know what a little bit is, but we're going to spend a little bit of money, you make this happen, and this is how it's going to compare in your daily life.

When it's done, and running it up and running, this is how it's going to be. You know? This is the pain pleasure principle, right? So talk to me about the pain that goes away and the pleasure that they get from implementing that.

I think that's the way it's sort of Phrase That's a good question. Thanks. Now, so the essays, that's basically the thing I started off. We're like that there's all over the world. There are still a lot of pain when it comes to enterprise architecture.

And that has to do with the fact that still a lot of information is scattered throughout the organization.

So we kind of, we still have like kind of the silos, right?

So the pain that Blue Dorfman takes away is we allow you to create that single pane of glass. So, create that current state, and keep it up to date, because that's, that's a challenge by itself, via connectors with other applications, et cetera, et cetera, based on just enough .... Because we don't have the goal.

To, like, copy and dump all data on though, we do it based on just enough architecture.

And once that current state is, is, is in, we make life easy by creating those visuals, creating your transformation or projects based on the current state.

So you can easily define and collaborate with other people how the future state would look like from management up till, like, process managers, et cetera.

So, it's connecting the whole organization towards your transformation, because, in the end, the projects are, nine out of ten type projects are successful if you've got like the carrier.

So, Diedrich, we're on, we're on the ninth floor of a 10th-floor building or on the elevator, I'm stepping off to go get my coffee and see the city, and I say to you.

Screenshot (4)So, why are you telling me that I'm going to have waste a lot less time? trying to figure out what the heck's going on in my organization before I can move forward? Is that one of the big points you just said?

Correct.

Also telling me, as I step through the threshold of the elevator, are you also telling me that I'm going to be able to accelerate my projects faster?

Once this is up and running?

That's exactly what I told you.

Thank you very much. Would you like sugar when your coffee or not? I don't know how many conversations, I've had to get compressed to that level of amount of time. But yeah. Yeah, exactly.

Yeah, it can be What happens. OK, well, Fantastic, Thank you very much. Let me check if I have anything else that I didn't most of these points that I'm seeing around what we've already discussed. So, the best way to reach out to you, that anyone who's attending or listening to this, after the fact, you can certainly reach out to diedrich directly through the Company itself, of course, and you can go through Value Blue. And I just want to thank you because now we've got, what happens in the beginning of the sessions is a lot of people kinda come on and a trickle time. I just want to thank you guys for sponsoring this event. The only way we can make these events happen is two things. People have good ideas show up and willing to talk about them and we have people who are willing to sponsor it so that people can attend.

can attend. And so I want to go through quickly a list on that. Just value Blue obviously is a sponsor for the event software. A G is also a sponsor for the Event RDOC Lean.

I X and Mega International are all sponsors of the event which is fantastic to have that kind of knowledge base here, and we're going to cover some more points on that.

So Deidre we're gonna drop off in about three minutes and what I would encourage you actually if you could I don't know if you're going to be available but the next topic this morning for anybody who's on listening live for this morning.

We've done a change out on the topics and because I saw diedrich so I got to go right after you on this one.

I'm going to give a talk on what I call knobel automation and what novel automation is. It's actually not in the agenda. So, what novel automation is, is the implementation of intelligent automation, which absolutely depends on the enterprise architecture of the organization. Which is why I think they couldn't set this up better for us.

The term noble means to serve the maximum number of stakeholders in the implementation.

And Diedrick, if you're still watching the presentation, you and I are going to talk later about what points I can make that can reinforce this enterprise architecture area more. That's fantastic. Will do, Thanks.

And, by the way, the fact that you can speak English, as well as you do being Dutch, I'm laughing that you're saying, one little word. It's hard to say, my wife is Japanese. Any word within our? She says, Could you guys come up with an easier word for that lease?

Sometimes you just stumble over certain words that are like really difficult to pronounce for my nature.

Too many people, they would, they would bow in deference to your, your filing bilingual, I don't think that's a word file. Bilingual nature. We're gonna log off for this event. We're gonna pick back up at the top of the hour, for, for the next event. Next speaker, who happens to be Christopher Rogers, who's going to talk about noble automation now. And I happen to be Chris Rogers: I will see you at the top of the hour for our next topic.

As we continue our journey on Enterprise Architecture Live with Proclus, thank you very much.

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About the Author

more-Mar-14-2022-09-03-33-17-AMDiederik Postma,
Director Solution Consulting,
ValueBlue.

 

Diederik is an experienced Solution Consultant leader with over 15 years of experience across multiple industries including Banking, Government, and Telcos. At valuable, Diederik helps BlueDolphin customers with their (digital) transformation journeys by translating their strategic business goals into Enterprise Architecture; helping them gain a clear view of where their organizations stand with transformation projects, and how these projects contribute to their business goals.

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